Latest Press Release RSS from Unilever Unilever RSS en Copyright &#169 2010 Unilever. All rights reserved Thu, 14 Jul 2011 14:36:51 GMT /images/so_logo_tcm13-239429.gif UNILEVER.COM /images/so_logo_tcm13-239429.gif Lipton’s sustainable tea in Turkey <p >12/07/2011: Unilever’s Lipton brand has launched a Sustainable Tea Agriculture project in Turkey, benefiting farmers and consumers.</p><h2 ><img title="lipton125x110" alt="lipton125x110" xlink:href="tcm:13-268461" width="125" height="110" class="imgFloatRight" xmlns:xlink="" xlink:title="lipton125x110" />Sustainable tea in Turkey</h2><p >Lipton has launched a Sustainable Tea Agriculture project in Turkey – the world’s fifth-largest producer of tea, and fourth-largest tea market.</p><h3 >Enriching local soil </h3><p >Turkey is one of Unilever’s main centres of tea agriculture, with more than 15,000 farmers and three factories based in the country. </p><p >Now Unilever’s <a title="Lipton" xlink:href="tcm:13-2081" xmlns:xlink="" xlink:title="Lipton">Lipton tea brand</a> is working in partnership with the Rainforest Alliance to introduce measures aimed at improving the social, economic and environmental impacts of tea production.</p><p >Consumers in Turkey will soon be able to buy Lipton tea bearing the Rainforest Alliance seal on the pack. And by 2018, Lipton aims to have all the tea sold in Turkey sourced from Rainforest Alliance Certified™ farms.</p><p >The project launch represents a major landmark in the brand’s journey towards sustainability. In the first half of 2010, we achieved our interim target of sourcing all the tea for our PG Tips and Lipton Yellow Label tea bags sold in Western Europe from <a title="Rainforest Alliance Certified™ farms" href="">Rainforest Alliance Certified™ farms</a>. This is set to improve thousands of lives as well as boosting biodiversity and enriching local soil quality.</p><h3 >Training tea growers in sustainable practices</h3><p >Under the initiative, 15,000 Turkish tea growers will receive one-to-one training to help them move to sustainable agricultural practices by 2014 – and eventually become Rainforest Alliance certified.</p><p >In addition, 2 000 training sessions will provide tea growers with information on sustainability-related topics such as erosion control, waste management, work safety, record-keeping, biodiversity, fertilisation and pruning.</p><p >Poor fertiliser use is one of the biggest challenges facing tea production in Turkey. To facilitate accurate diagnosis of soil condition – and determine corrective measures – Lipton will join forces with the Regional Chamber of Agriculture to establish a soil analysis laboratory in the country’s tea-growing region (near the Black Sea).</p><p >Tea growers’ health will also come under the spotlight, with Lipton set to provide around 5,000 women growers with health services targeting back, spine and joint pain.</p><h3 >Making a major impact</h3><p >With 60,000 people directly or indirectly affected by Unilever’s tea operations in Turkey, the impact of the initiative will potentially be huge. And another major beneficiary will be the soil itself – which the project aims to restore to a rich, fertile state so as to protect the future of tea agriculture for years to come.</p><p >İzzet Karaca, CEO of <a title="Unilever Turkey" href="">Unilever Turkey</a>, notes that the project is fully aligned with the Unilever Sustainable Living Plan. He says: “It is a strong example of how Unilever develops new ways of doing business that will help protect the world’s resources, whilst expanding our business at the same time, because we cannot accept the approach of ‘growth at no cost’.” </p><p >Michiel Leijnse, Lipton Global Brand Development, adds: “I do believe Turkey’s importance is cardinal. It is the fifth-biggest tea-producing country in the world. This announcement is particularly exciting as Turkey is now going to be the first tea-producing country where tea from local Rainforest Alliance-certified farms will be available to consumers. That is a major milestone.”</p> tcm:13-268460 Tue, 12 Jul 2011 09:00:00 GMT Improving access to banking in India <p >29/06/11: Unilever is partnering the State Bank of India to bring entry-level banking to low-income people across the country.</p><h2 ><img title="shakti-amma-125x110" height="110" alt="shakti-amma-125x110" xlink:href="tcm:13-267836" width="125" class="imgFloatRight" xmlns:xlink="" xlink:title="shakti-amma-125x110" />The Shakti Ammas programme</h2><p >Hindustan Unilever’s Shakti Ammas programme supports thousands of women in small villages across India to earn a sustainable income by selling branded products to their communities.</p><p >Now the network of Shakti Amma retailers is helping introduce basic banking services to low-income people in their areas, enabling them to benefit from the security a bank account can offer.</p><p >A pilot project in the states of Maharashtra and Karnataka has so far seen 12 Shakti Ammas help open 1,000 bank accounts for villagers. And with 43,000 registered Shakti Ammas, the potential for expansion is huge.</p><h2 >‘Vital to sustainable growth’</h2><p >“We’re potentially looking at three million bank accounts being opened thanks to this project – so it’s set to have a huge impact on life in rural India,” says Hemant Bakshi, Executive Director, Hindustan Unilever Sales and Customer Development.</p><p >“Interestingly, over 80% of people who’ve opened a bank account through the project are women,” adds Hemant. “The involvement of the Shakti Ammas brings a female-friendly and accessible face to the whole initiative.</p><p >“Bringing villagers into the financial system is vital to sustainable growth. It will help Hindustan Unilever grow its business in rural India by improving people’s disposable income, while boosting their financial prospects for the future too.”</p><p >The Indian government has also made it a priority to widen access to banking in poor rural communities. At present, only 40% of the country’s population has a bank account.</p> tcm:13-267829 Wed, 29 Jun 2011 14:47:23 GMT Sourcing sustainable tea in China <p >29/06/11: Unilever is set to support tea farmers in China’s Yunnan province through sustainable trade and training.</p><h2 ><img title="tea-yunna-125x110" alt="tea-yunna-125x110" xlink:href="tcm:13-267837" width="125" height="110" class="imgFloatRight" xmlns:xlink="" xlink:title="tea-yunna-125x110" />Developing regions</h2><p >Under the new agreement, we will source black tea from two regions which have huge potential but are currently underdeveloped.</p><p >As well as buying up to 30,000 tonnes of tea from local farmers, we have pledged to provide expertise to help those farmers improve their yields, increase the quality of their green leaf tea plants and assist processors to develop black teas more efficiently.</p><h2 >Farm-to-cup sustainability</h2><p >The move comes a year after Unilever agreed to partner the Vietnamese government in an initiative to drive sustainable agricultural growth. Such campaigns are part of our commitment to improving sustainability across the business – in this case promoting ethically and environmentally sound principles from farm to cup.</p><p >As Martin Huxtable, Unilever’s Foods Procurement Director for the region, says: “China is the world’s largest producer of green tea but does very little in the way of black tea. In China and in Vietnam, the production from traditional tea gardens has remained relatively flat for many years. Both countries now have ambitious plans to increase output and we intend to be an integral part of that journey.”</p> tcm:13-267828 Wed, 29 Jun 2011 14:46:13 GMT Unilever announces reorganisation to further drive growth <p >London/Rotterdam - Unilever today announced changes to its category and go-to-market structure to further support its growth plans, especially in its fast-developing businesses in the emerging markets. The new structure allows for a more efficient rollout of increasingly bigger and more scalable innovations, and the optimization of resources behind strategic priorities.</p><p >“Unilever now has over half its turnover in the emerging markets, where, over the last 10 years, growth has been close to double digits. We have an opportunity to better support this footprint of the business, to keep our strong momentum, with a more globally aligned country and category organisation.” said Unilever CEO Paul Polman.</p><p >As part of these changes Harish Manwani will be appointed as Chief Operating Officer, with effect from 1<sup>st</sup> September, and will take responsibility for all markets, in order to drive speed-to-market behind further simplification and efficiency.</p><p >"Over the past few years we have seen a significant step-up in our innovation success rate and our speed to roll them out across markets. The new structure will further accelerate this," added Polman.</p><p >The Category organisation will be broadened to four categories reporting directly to the Chief Executive Officer Paul Polman.</p><p >Dave Lewis, currently President , Americas, will be appointed as President, <strong>Personal Care</strong> consisting of Skin, Deodorants, Oral and Hair.</p><p >Kevin Havelock, currently Executive Vice President Ice Cream, will be appointed as President of the newly established <strong>Refreshment</strong> category which includes Ice Cream and Beverages.</p><p >Antoine de Saint Affrique, currently Executive Vice President Skin, will be appointed as President, <strong>Food</strong> which includes Savoury, Spreads and Dressings.</p><p >In the <strong>Home Care</strong> category, Randy Quinn, currently Executive Vice President Laundry, and Sean Gogarty, Senior Vice President Household Care, will report directly to Paul Polman.</p><p >The new structures will be put in place during the third quarter and will be fully operational before year-end.</p><p >Michael B. Polk, currently President, Global Foods, Home and Personal Care and member of the Unilever Executive has announced his intention to leave Unilever after eight successful years with the company to become President &amp; CEO of Newell Rubbermaid with effect from 18<sup>th</sup> July.</p><p >Paul Polman said: “Mike is a great leader and has had a very successful career with Unilever since joining from Kraft eight years ago. In his current role, he has made a major contribution in sharpening our portfolio strategy and developing bigger and better innovations. He will leave a lasting impact on the company. I wish him success in his future endeavours.”</p><p >Mike Polk said: “I have thoroughly enjoyed every moment of my time at Unilever, especially the last few years working with Paul and the rest of the executive to really transform the company. Our global category organisation is now a real powerhouse that combines global brand and technology scale with local knowledge and execution.”</p><p align="center" >-ends-</p><h2 ><strong>Notes to editors:</strong></h2><h3 >Harish Manwani</h3><p >Harish is currently President, Asia Africa, Central and Eastern Europe. He joined Hindustan Lever (HLL) in 1976, becoming a member of the HLL board in1995 as director responsible for the Personal Products business. As category leader for Personal Products, he also held regional responsibility for the Central Asia and Middle East business group.</p><p >In 2000, he moved to the UK as senior vice president, Global Hair Care and Oral Care, and in 2001 was appointed president, Home and Personal Care, Latin America business group. He also served as chairman of Unilever’s Latin America Advisory Council.</p><p >In 2004, he was appointed president and CEO of the HPC North America business group, and in April 2005 joined the Unilever Executive as president, Asia Africa. He is also non-executive chairman of Hindustan Lever and is currently a member of the Executive Board of the Indian School of Business.</p><h3 >Dave Lewis</h3><p >Dave Lewis is currently President, Americas. Dave joined Unilever straight out from university in 1987, starting as a UCMDS trainee for Lever Brothers, based in Kingston, UK. He held various brand marketing and customer management roles in home and personal care, which included launching Dove in the UK in 1992, before becoming company operations manager in 1993.</p><p >In 1996, he moved to South America, to be Marketing Director of River Plate (Argentina, Uruguay and Paraguay). Heavily involved in the defence of the southern cone laundry business, he also led the regional innovation for household care.</p><p >His next move was to Indonesia in 1999, where he was Managing Director of Unilever Indonesia’s personal care business and regional innovation leader for personal care South East Asia. Political unrest and hyperinflation made business conditions particularly challenging, but the business continued to innovate under his leadership and saw an average growth of 30% per year.</p><p >Dave took the Advanced Management Programme at Harvard University and then served as Senior Vice President for Home and Personal Care, Central and Eastern Europe for three years. He then returned to the UK and his Kingston roots in 2005 as Managing Director of the UK home and personal care business. In 2007 he became Chairman of Unilever UK and Ireland, as the company consolidated its three separate operating companies – foods, home and personal care and ice cream into a single business as part of its One Unilever programme. He was appointed President of the Americas in 2010.</p><h3 >Kevin Havelock</h3><p >Kevin Havelock is Executive Vice President Global Ice Cream category, with overall responsibility for Unilever’s ice cream business.</p><p >Kevin joined Unilever in 1985 as a Marketing Manager, moving on to management roles in Germany and in the UK. In 1994, he was appointed Marketing Director Van Der Bergh UK, and charged with developing a strategy to build a third pillar for the business in the growing Savoury category. In this role, he also turned around the UK tea business through the innovation and launch of PG Tips Pyramid tea bags, regaining share leadership.</p><p >In 1997, Kevin was appointed Chairman France Foods and Chairman Beverages Europe, building global growth platforms for the Unilever Beverages category. In 2000, he took on the role of Chairman Unilever Arabia and Category Chairman Skin, Deodorants and Beverages Arabia Middle East and Turkey, regenerating growth in a business previously declining at 6%. In 2004, he led a similar turnaround as Managing Director for Unilever UK Foods, arresting sales decline, developing the IncsChrysalis concept from initial vision to Execution.</p><p >In 2007, Havelock was appointed Executive Vice President Unilever North America and Caribbean, delivering organic growth of 4% during recession, while divesting $2bn of non-core assets in Household Care and Foods, building customer relationships and building the first CiiC centre. In this role, he also executed Unilever’s bigger ever business systems and IT transformation project.</p><p >He has been in his current role heading up the ice cream business since 2009.</p><p >Before joining Unilever, from 1979 to 1985, he held Marketing and Sales management roles with Guinness UK.</p><h3 >Antoine de Saint Affrique</h3><p >Antoine de Saint Affrique, currently Executive Vice President Skin Category, leads Unilever’s skin cleansing, skin care and face care categories.</p><p >Antoine started his career in Unilever in 1989, within Elida Gibbs Faberge. He then moved on, in 1995 to Chesebrough Pond's USA where he held various roles, the latest being to lead the company’s Oral Care business.</p><p >In 1997, Antoine left Unilever to become Marketing VP of Liebig Maille Amora (Group Danone) and taking part in mid-1997, of the LBO of Amora-Maille. The company was run for three years as a private business (Paribas Affaires Industrielles and Lazard being the main shareholders), before being sold to Unilever in 200.</p><p >Antoine rejoined Unilever and was appointed European Category Director – Dressings at Unilever Bestfoods Europe. In 2002, he was named Chairman and National Manager, Unilever Hungary, Croatia and Slovenia.</p><p >In 2005, Antoine was appointed Executive Vice President Unilever Central &amp; Eastern Europe, overseeing 21 countries. He was appointed to his current role as head of Skin in 2009.</p><h3 >Michael B. Polk</h3><p >Michael is currently President Global Foods, Home &amp; Personal Care, having been President of Unilever Americas with responsibility for Unilever’s business in North America and Latin America. He is a member of the Unilever Executive reporting to the Chief Executive. He also serves as the Functional Executive for Global Customer Development and the recently acquired TIGI Global Professional Haircare business unit. Prior to his current assignment Polk was President, Unilever United States.</p><p >Polk joined Unilever in 2003 having spent the 16 prior years at Kraft Foods where he was a member of the Management Committee. His last assignment was as Group Vice President, Kraft Foods North America and President of the Biscuits, Snacks, and Confections business. In that role, he led the integration of Nabisco into Kraft. He held a variety of other leadership positions at Kraft including President, Asia Pacific Region, Executive Vice President and General Manager Cereals, and Vice President Category Sales Management &amp; Strategy. Prior to joining Kraft, Polk spent three years at Procter &amp; Gamble in Manufacturing and Research &amp; Development.</p><p >Michael is a Non-Executive Director of Newell Rubbermaid and a member of the Boards of Directors of  the Pepsi-Lipton Partnership, the Grocery Manufacturers of America,  and the Students in Free Enterprise. Michael is a former member of the Boards of The Yankee Candle Company, Ajinimoto General Foods, and Dong Suh Foods.</p><h2 ><strong>Safe Harbour</strong></h2><p >This announcement may contain forward-looking statements, including ‘forward-looking statements’ within the meaning of the United States Private Securities Litigation Reform Act of 1995. Words such as ‘expects’, ‘anticipates’, ‘intends’, ‘believes’ or the negative of these terms and other similar expressions of future performance or results, and their negatives, are intended to identify such forward-looking statements. These forward-looking statements are based upon current expectations and assumptions regarding anticipated developments and other factors affecting the Group. They are not historical facts, nor are they guarantees of future performance. Because these forward-looking statements involve risks and uncertainties, there are important factors that could cause actual results to differ materially from those expressed or implied by these forward-looking statements, including, among others, competitive pricing and activities, economic slowdown, industry consolidation, access to credit markets, recruitment levels, reputational risks, commodity prices, continued availability of raw materials, prioritisation of projects, consumption levels, costs, the ability to maintain and manage key customer relationships and supply chain sources, consumer demands, currency values, interest rates, the ability to integrate acquisitions and complete planned divestitures, the ability to complete planned restructuring activities, physical risks, environmental risks, the ability to manage regulatory, tax and legal matters and resolve pending matters within current estimates, legislative, fiscal and regulatory developments, political, economic and social conditions in the geographic markets where the Group operates and new or changed priorities of the Boards. Further details of potential risks and uncertainties affecting the Group are described in the Group’s filings with the London Stock Exchange, Euronext Amsterdam and the US Securities and Exchange Commission, including the Group’s Annual Report on Form 20-F for the year ended 31 December 2010. These forward-looking statements speak only as of the date of this document. Except as required by any applicable law or regulation, the Group expressly disclaims any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements contained herein to reflect any change in the Group’s expectations with regard thereto or any change in events, conditions or circumstances on which any such statement is based.</p> Financial tcm:13-267598 Thu, 23 Jun 2011 20:54:13 GMT Solar heaters for South African homes <p >17/06/11: A Unilever sustainability initiative is providing solar water heaters for 2,000 low-income homes near Durban.</p><img title="za-solar-125x110.jpg" height="110" alt="za-solar-125x110.jpg" xlink:href="tcm:13-267357" width="125" class="imgFloatRight" xmlns:xlink="" xlink:title="za-solar-125x110.jpg" /><h2 >Affordable hot water</h2><p >The teams behind Unilever’s Sunlight brand in Durban, South Africa, are leading a programme to fit solar water heaters at homes in a local low-income community. In partnership with Inti Solar, manufacturers of solar water heating and lighting systems, the Sunlight Solar initiative is installing low running cost domestic water heaters in a bid to reduce energy consumption, promote renewable energy and provide a reliable source of hot water for households. And the move makes business sense too.</p><h3 >Providing more solar heaters</h3><p >According to Chris Loxley, from Unilever Research &amp; Development and part of the team responsible for the initiative, “This is of interest to us because we sell products that rely on heating water and because the majority of our carbon footprint comes from the use of our products rather than in their manufacture.”</p><p >Every heater installed equates to a saving on carbon-based fuels or electricity. In South Africa, this equates to about 1.2 tonnes of carbon emissions per home per year. This can be traded as ‘carbon credits’.</p><p >Carbon credits are tradable certificates representing the right to emit a tonne of carbon. Under a mechanism established as part of the Kyoto Protocol, these credits can be traded privately, through a broker or on spot markets like any stock. They are used to ‘offset’ emissions that cannot currently be avoided by helping to fund a reduction in emissions somewhere else.</p><p >Because we are involved in facilitating the installation of the Sunlight Solar water heaters, we get a 50% share of the carbon credit generated. This means that, by year two or three, we will begin to see a significant return on our investment, which can be reinvested to provide further solar heaters.</p> tcm:13-267354 Thu, 23 Jun 2011 19:52:09 GMT